Patterns of seed bank and size asymmetry of plant growth across varying sites in the invasive Lantana camara L. (Verbenaceae)

Lantana camara L. (Verbenaceae) is a weed of great significance in Australia and worldwide, but little is known about connections among components of its life history. We document over a 3-year period, the links between L. camara seed-bank dynamics and its above-ground growth, including size asymmetry in four land-use types (a farm, a hoop pine plantation and two open eucalypt forests) invaded by the weed near Brisbane, Queensland Australia. Seed-bank populations varied appreciably across sites and in response to rainfall and control measures, and they were higher (~1,000 seeds/m2) when annual rainfall was 15-30 % below the long-term yearly average. Fire reduced seed-bank populations but not the proportion germinating (6-8 %). Nearly a quarter of fresh seeds remain germinable after 3 years of soil burial. For small seedlings (<10 cm high), the expected trade-offs in two life-history traits-survival and growth-did not apply; rather the observed positive association between these two traits, coupled with a persistent seed-bank population could contribute to the invasiveness of the plant. Relationships between absolute growth rate and initial plant size (crown volume) were positively linear, suggesting that most populations are still at varying stages of the exponential phase of the sigmoid growth; this trend also suggests that at most sites and despite increasing stand density and limiting environmental resources of light and soil moisture, lantana growth is inversely size asymmetric. From the observed changes in measures of plant size inequality, asymmetric competition appeared limited in all the infestations surveyed. © 2013 Crown Copyright as represented by: Department of Agriculture, Fisheries and Forestry, Australia.

Employees’ eldercare demands, strain, and perceived support

Purpose In many countries, both the number of older people in need of care and the number of employed caregivers of elderly relatives will increase over the next decades. The purpose of this paper is to examine the extent to which perceived organizational, supervisor, and coworker support for eldercare reduce employed caregivers’ strain and weaken the relationship between eldercare demands and strain. Design/methodology/approach Survey data were collected from 100 employed caregivers from one organization. Findings Results showed that eldercare demands were positively related to strain, and perceived organizational eldercare support (POES) was negatively related to strain. In addition, high POES weakened the relationship between eldercare demands and strain. Research limitations/implications The cross-sectional design and use of self-report scales constitute limitations of the study. Practical implications POES is a resource for employed caregivers, especially when their eldercare demands are high. Originality/value This research highlights the relative importance of different forms of perceived support for reducing employed caregivers’ strain and weakening the relationship between eldercare demands and strain.

Organisational age cultures: The interplay of chief executive officers age and attitudes toward younger and older employees

This article investigates the interactive effects of chief executive officer (CEO) age and CEO attitudes toward younger and older employees on organisational age cultures. Data was collected from 66 CEOs of small and medium-sized businesses and 274 employees. Results were consistent with expectations based on organisational culture and upper echelons theories. The relationship between CEO age and organisational age culture for younger employees was negative for CEOs with a less positive attitude toward younger employees and positive for those with a more positive attitude toward younger employees. The relationship between CEO age and organisational age culture for older employees was positive for CEOs with a more positive attitude toward older employees and non-significant for those with a less positive attitude toward older employees. The findings provide initial support for the existence of organisational age cultures, suggesting that these cultures can be predicted by the interplay of CEO age and age-related attitudes.

Portrait of Leopold Alsberg; Employee of Mendelssohn Bank, Berlin Portraits Men

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Portrait of Max Benjamin; Employee of Mendelssohn Bank, Berlin Portraits Men

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Portrait of Max Arndt; Employee of Mendelssohn Bank, Berlin Portraits Men

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Portrait of Carl Gompertz; Employee of Mendelssohn Bank, Berlin Portraits Men

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Portrait of Karl Abenhausen; Employee of Mendelssohn Bank, Berlin Portraits Men

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Portrait of Karl Gammann; Employee of Mendelssohn Bank, Berlin Portraits Men

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Portrait of Julius Wallch; Employee of Mendelssohn Bank, Berlin Portraits Men

"1.12.1884 Julius Wallach geb. 30.5.1859. pens. 31.12.1927"

Portrait of Carl Degelow; Employee of Mendelssohn Bank, Berlin Portraits Men

"22.5.1884 Carl Degelow get. 30.1.1860. gest. 24.10.1927"

Portrait of Alfred Timme; Employee of Mendelssohn Bank, Berlin Portraits Men

"25.98.1884. Alfred Timme geb. 9.12.1860. pens. 31.12.1927"

Portrait of Josef Weismann; Employee of Mendelssohn Bank, Berlin Portraits Men

"1.1.1888. Josef Weismann geb. 20.10.1857. pens. 31.12.1927"

Portrait of Franz Trolldenier; Employee of Mendelssohn Bank, Berlin Portraits Men

"11.4.1889 Franz Trolldenier geb. 5.12.1866"

Portrait of Georg Heinrich; Employee of Mendelssohn Bank, Berlin Portraits Men

"15.4.1889 Georg Heinrich geb. 12.5.1863. pens. 31.12.1927"